HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023

‘Ōpelu ha‘alili i ke kai.

‘Ōpelu that make the sea ripple. Said of active, quick-moving people. Contents

2 I. INTRODUCTION 9 Situation Analysis Summary

2 Purpose of the Plan 9 Strengths

4 Formation of the DMAP 10 Weaknesses

5 Implementation Framework 11 Opportunities

6 II. OVERVIEW OF TOURISM IN HAWAI‘I 12 Threats 6 Overall Trends 14 III. VISION FOR TOURISM ON 7 Tourism Forecast HAWAI‘I ISLAND 7 Resident Sentiment 15 IV. GOAL 8 Tourism on Hawai‘i Island 15 V. OBJECTIVES

8 Visitor Statistics 16 VI. ACTIONS

8 2019 Hawai‘i Island Vistor Satisfaction 25 VII.TOURISM HOTSPOTS

8 2019 Resident Sentiment

8 Jobs 26 Acknowledgement

8 Visitor Accommodations 28 Glossary 29 Sources

ON THE COVER This ‘ōlelo no‘eau speaks to the art of ‘ōpelu fishing. Like the holili schools of ‘ōpelu, fishermen look for the ripples on the ocean, but the real work is hidden and unseen.

‘Ōlelo No‘eau—Hawai‘i Proverbs & Poetical Sayings by Mary Kawena Pukui, Number 2532

1 I. Introduction

PURPOSE OF THE PLAN In 2019, the Hawaiian Islands received a record high of 10.4 million visitors. While this brought in $17.75 billion in total visitor spending to Hawai‘i’s businesses, $2.07 billion in taxes generated, and supported 216,000 jobs statewide, it has also put pressure on some of our destinations and communities. This situation is not unique to Hawai‘i. Other popular destinations—from Venice, Italy to Machu Picchu, Peru, to Kyoto, Japan—also felt the negative efects of tourism, which not only impact the residents’ quality of life but also the quality of the visitor experience.

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The Hawai‘i Tourism Authority (HTA), in partnership The idea of “regenerative tourism” has gained momen- with the counties and the respective visitor bureaus, tum in 2020, especially as the global COVID-19 developed community-based Destination Manage- pandemic has made people more aware of tourism’s ment Action Plans (DMAPs) that aim to rebuild, opportunities and vulnerabilities. What is regen- redefne and reset the direction of tourism over a erative tourism? About 15 years ago, the model for three-year period. The focus is on stabilization, recov- “sustainable tourism” was instituted, built on tourism ery, and rebuilding to the desired visitor industry that was environmentally friendly, culturally sensitive for each island. The actions put forth in the DMAPs and had less impact than high numbers of visitors. are guided by an island-based Steering Committee for each island, and includes a collaborative process Regenerative tourism takes sustainability one step which encourages participation and vital input from further and focuses on the net beneft of the visitor the community, visitor industry and other sectors. economy to a destination, looking at the social and The DMAPs identify areas of need as well as action- cultural benefits. “Regenerative tourism is bolder able solutions for enhancing the residents’ quality and more inspiring. It aims not just to do less harm, of life and improving the visitor experience across but to go on and restore the harm that our system has the islands. already done to the natural world, and by using nature’s principles, to create the conditions of life to fourish. It views wholes and not parts, and is a very diferent way HTA’s 2020–2025 Strategic Plan is organized of looking at the world.” (Anna Pollock, international around four interacting pillars—Natural tourism consultant and founder of Conscious Travel) Resources, Hawaiian Culture, Community, and Brand Marketing, with more emphasis Many of the actions in this plan take a regenerative on addressing tourism impacts and greater tourism approach. destination management. In it, HTA defned Destination Management to include:

• attracting and educating responsible visitors; • advocating for solutions to overcrowded attractions, overtaxed infrastructure, and other tourism-related problems; and • working with other responsible agencies to improve natural and cultural assets valued by both Hawai‘i residents and visitors.

The DMAP initiative is a part of HTA’s strategic vision and plan to manage Hawai‘i tourism in a responsible and regenerative manner.

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FORMATION OF THE DMAP At the frst Steering Committee virtual meeting, the members reviewed HTA’s Strategic Plan in addition The process of the development of the Hawai‘i Island to the 2020 Hawai‘i Island TSP, including HTA’s key DMAP started in July 2020 with HTA and the County performance indicators and four pillars, as well as the of Hawai‘i building of of the 2020 Hawai‘i Island county’s tourism goals. These two plans are the foun- Tourism Strategic Plan (TSP) process. Together, HTA dation of the Hawai‘i Island DMAP. From there, the and the county developed a list of Hawai‘i Island resi- Steering Committee and Hawai‘i Island TSP Action dents who not only represented the visitor industry Cohorts identifed and prioritized actions that built on sectors (hotel, attractions, activities), diferent busi- the Hawai‘i Island TSP. The actions were grouped, and ness sectors (e.g. agriculture, retail), the community overarching actions and sub-actions were identifed. (e.g. Hawaiian culture, education), and other nonproft They were presented to Hawai‘i Island residents at organizations, but also the communities that they live two virtual public meetings via Zoom on November in. Invitations were sent, and 19 members volunteered 17 and 23, 2020. The community was encouraged to their time to participate on the Hawai‘i Island Steering provide input at the virtual public meetings, as well as Committee. Also fundamental to the DMAP process through an online input form. The results to the online were the 38 members who have been volunteering input form can be found on HTA’s website. their time to serve on the Hawai‘i Island TSP Action Cohorts (see Acknowledgement section). On December 4, 2020, the Steering Committee gath- ered virtually to review the high-priority sub-actions under each of HTA’s pillars. The Steering Commit- tee members, along with representatives from HTA and the county, reviewed the proposed actions and, where necessary, provided additional feedback and clarifcation. The Steering Committee then met on Oversight by January 15, 2021 to critically examine destination Hawai‘i Tourism Authority (HTA) attributes valued only by residents, only by visi- tors, and by both residents and visitors. They also discussed the destination attributes that were at risk or threatened. The Steering Committee brainstormed Partnership with County, Dept. of Research & Development actions—what to protect or mitigate, what to preserve and Island of Hawai‘i Visitors Bureau or grow, and where the gap can be closed or bridged using the identifed actions from prior meetings—and then developed new ones. On February 5, 2021, the Guided by a Steering Committee for the island Steering Committee reviewed the updated refned anchor actions. On February 12, 2021, the Steering Committee selected the 10 anchor actions that the

Input from DMAP would focus on. Employees of HTA, the county, island's community and the Island of Hawai‘i Visitors Bureau (IHVB) reviewed the proposed sub-actions to verify they could be done under their respective purviews. All of the actions were developed by the Steering Committee with input from the community.

Figure 1 Collaborative Process

4 ‘A‘ohe hana nui ke alu ‘ia. “No task is too big when done together by all.”

‘ŌLELO NO‘EAU (HAWAIIAN PROVERB)

IMPLEMENTATION FRAMEWORK

Hawai‘i’s tourism industry is at a critical point and residents’ livelihoods depend on the recovery of the visitor industry—whether directly or indirectly. Tourism needs to be managed responsibly so that the residents and destination can thrive. HTA is leading many of the eforts in the Hawai‘i Island Destination Management Action Plan. However, there needs to be collaboration and support of other state and county agencies, in addition to the community, visitor industry and other sectors, to help move the actions forward. This three-year plan is a living document that will be evaluated annually.

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II. Overview of Tourism in Hawai‘i

OVERALL TRENDS

Tourism has remained the primary economic driver for Hawai‘i’s economy across all islands. In 2019, tourism was 16.2% of Hawai‘i Gross Domestic Product (GDP), second to real estate and rental and leasing at 18.8% of Hawai‘i GDP. Jobs in the tourism industry accounted for 20% of total jobs in Hawai‘i while jobs in the real estate and rental and leasing sector accounted for 4.4% of total jobs. For the past eight years, the State of Hawai‘i’s visitor industry sustained annual growth in terms of arrivals and expenditures. In 2019, tour- ism was the largest single source of private capital for Hawai‘i’s economy. Total visitor spending reached $17.84 billion (1.1% increase compared to 2018). Tour- ism generated $2.08 billion in state tax revenue. A total of 10,424,995 visitors came to the Hawaiian Islands by either air service or cruise ship (5.4% increase over 2018).

The visitor industry has provided steady employ- 73.8 percent to 2,716,195, with signifcantly fewer ment opportunities and supported the development arrivals by air service (-73.8% to 2,686,403) and by of small businesses throughout the state. In 2019, cruise ship (-79.2% to 29,792). The average daily tourism supported 216,000 jobs throughout the state. census or the number of visitors in Hawai‘i on any Hawai‘i experienced record arrivals over the past few given day was 78,421 (68.3% decrease over 2019). years with no signifcant increase in the number of Compared to 2019, the average length of stay increased traditional lodging units (e.g., hotels and resorts). by 21.5% to 10.57 days. This was a result of visitors However, unpermitted short-term rentals grew in staying double-digit days during the state’s trans-Pa- Hawai‘i’s neighborhoods. cifc 14-day quarantine requirement that started on March 26, 2020. The state’s pre-travel testing program Prior to the global COVID-19 pandemic, 2020 was started on October 15, 2020 as a way for travelers to set to be another year of record growth for Hawai‘i. bypass the mandatory quarantine requirement. However, the year ended with visitor arrivals down

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The majority of visitors to Hawai‘i arrive by air, and Hawai‘i’s unemployment rate increased from 2.6 thus air service to the islands is vital for Hawai‘i’s percent in the frst quarter of 2020 to 20.3 percent in tourism industry. Total air capacity (number of seats) the second quarter and then decreased to 13.9 percent decreased 60.9 percent to 5,318,667 seats as a result in the third quarter. The Hawai‘i Department of Busi- of a reduction in air service to Honolulu (-60.0% to ness, Economic Development & Tourism (DBEDT) 3,370,122 seats), Kahului (-61.9% to 1,102,166 seats), projects that for 2020 overall, the average annual Kona (-59.2% to 514,422 seats), Līhu‘e (-67.7% to employment rate will be at 11.2 percent, then decrease 322,993 seats) and Hilo (-81.3% to 8,964 seats). to 7.9 percent in 2021 and 7.1 percent in 2022. These rates are signifcantly higher than Hawai‘i’s average Sails on the Hawai‘i home-ported cruise ship, Norwe- unemployment rate of 2.5% from 2017 to 2019. gian Cruise Line’s Pride of America, were suspended since April 2020 and out-of-state cruise ships were not permitted into the islands due to the Center for TOURISM FORECAST Disease Control and Prevention’s (CDC) “No Sail Order” from March 14 to October 29, 2020. There- According to DBEDT’s 2020 fourth quarter Outlook after, the CDC took a phased approach to resuming for the Economy, total visitor expenditures is fore- passenger operations. casted to end the year at $5.11 billion (-71.4%) with 2.73 million visitor arrivals (-73.7%). Economists predict that it will take a couple of years before Hawai‘i’s visi- tor industry returns to previous levels.

RESIDENT SENTIMENT

HTA conducts an annual Resident Sentiment Survey (RSS) to gauge resident attitudes toward tourism in Hawai‘i and to identify perceived positive and negative impacts of the visitor industry on residents. Resident sentiment is important to maintain a healthy industry. The 2019 RSS report showed that resident sentiment had generally weakened compared to the previous year. The report identifed that the visi- tor industry’s impact on the resident’s overall quality of life is essential to improving resident sentiment—the balance of economic, social and cultural, and commu- nity benefts from tourism. Furthermore, providing residents with a voice in tourism development, creat- ing jobs with opportunities for advancement, and creating shopping, dining and entertainment oppor- tunities are key to improving resident sentiment.

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TOURISM ON HAWAI‘I ISLAND feeling that “tourism has brought more benefts than problems” compared to 2018, overall resident senti- Visitor Statistics ment on this topic has actually decreased throughout According to HTA’s Tourism Research Division, the past decade. As the visitor industry seeks an equal almost two million visitors came to Hawai‘i Island balance of socio-economic, cultural, and community in 2019 resulting in roughly 35,700 visitors (+1.9%) benefts, the key to improving resident sentiment will on any given day based on the average daily census. be improving the quality of life for residents. Provided that Hawai‘i Island’s resident population was 200,980 in 2018 and grew by 1% then, on average, Jobs visitors comprised of about 15% of all inhabitants on In the third quarter of 2020, Hawai‘i County lost the island in 2019. Total visitor spending was $2.315 10,900 jobs (-15.6% over the same quarter of 2019). billion. Half of the visitors stayed in hotels while Jobs decreased the most in the Accommodations condominiums, timeshare resorts and vacation rentals sector which lost 4,000 jobs (-69.0%), followed by were also used. The majority of visitors were from the Food Services and Drinking Places which lost 1,500 U.S., followed by Japan and Canada. jobs (-21.7%), Retail which lost 1,300 jobs (-13.4%), and Transportation, Warehousing, & Utilities which The global COVID-19 pandemic signifcantly afected lost 1,200 jobs (-35.3%). Year-to-date third quarter visitor arrivals to Hawai‘i Island in 2020. Visitor 2020, the unemployment rate increased to 11.9 percent arrivals dropped 72.1 percent to 492,325 visitors. The compared to 3.5 percent during the same period average length of stay grew 37.5 percent to 10.11 days. last year. The average daily census was 13,604 visitors, a decline of 61.7 percent over the same period a year ago. There Visitor Accommodations were signifcantly fewer air seats (-59.2% to Ellison In 2020, hotel occupancy for Hawai‘i declined to Onizukua Kona International Airport at Keāhole and 38.0 percent (-39%) from 77.0 percent year-over- -81.3% to Hilo International Airport from the domes- year. The average daily rate (ADR) dropped slightly tic market and -75.3% to Kona from the international to $254.27 (-4.2%) from $265.44 in 2019. Room markets) year-over-year. demand was 674,000 room nights or 62.8 percent lower than 2019. The room supply was 1.772 million 2019 Hawai‘i Island Visitor Satisfaction room nights (-24.7%). According to HTA’s 2019 Visitor Satisfaction Report, U.S. visitors rated their Hawai‘i Island visit “excel- In comparison, Hawai‘i Island’s vacation rental supply lent” and were likely to recommend the destination. for 2020 was down 42.1 percent to 1.4 million unit However, they expressed concerns about trafc, want- nights. Hawai‘i Island vacation rentals ended the year ing to experience more local culture, and variety of with 44.6 percent occupancy (-32.7 percentage points) restaurants/dining options. and ADR of $188 (-20.5%). A vacation rental is defned as the use of a rental house, condominium unit, private 2019 Resident Sentiment room in a private home, or share room/space in private According to HTA’s 2019 Resident Sentiment Report, home. The data does not determine or diferentiate residents felt that visitors were responsible for trafc, between units that are permitted or unpermitted. showed no respect for culture/‘āina, contributed to The “legality” of any given vacation rental is deter- the cost of living, played a role in damaging the envi- mined on a county basis. ronment, and also added to the issue of overcrowding. Though there was just a slight increase for residents

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SITUATION ANALYSIS SUMMARY The uniqueness of Hawai‘i Island as a tourist destination. Hawai‘i Island is unique in terms of its As a part of the DMAP process, a SWOT analysis atmosphere and the feelings that it evokes. It also has was conducted by various community members and an abundance of natural and cultural resources, which stakeholders who identifed the destination’s existing are a draw for travelers from around the world and strengths and weaknesses, as well as opportunities will continue to bring visitors to the island, as long as and threats present in the external environment. The the resources are properly maintained and sustained. SWOT analysis is a useful tool in the decision-mak- ing process, as it can be used to evaluate strategic Current projects that are already in development or positioning, as well as identify projects that would be are already being rolled out. For example, although reasonable to execute in the short term. transportation was mentioned as a challenge for many visitors, there are several transportation-related This feedback was supplemented with research and projects that could help to address this challenge. data that helped to support the observations that were The County of Hawai‘i has been researching and made. The information below provides more details developing a hydrogen bus system for the island, and on each section of the SWOT analysis matrix shown has taken into consideration major aspects of such a on page 13. project, including the geographic placement of refu- eling stations and the cost of maintenance and repair. Strengths The participating community members and stakehold- ers highlighted several strengths that would be import- ant to leverage as plans are put into actions.

Collaborative nature of the Hawai‘i Island tourism industry. Many industry representatives indicated that they were willing to work together and that they already had existing relationships with whom others might consider competitors. This willingness to communicate and collaborate will be necessary for many of the proposed actions to be successful.

The culture of Hawai‘i Island. The strong sense of ‘ohana and kuleana provides motivation to support actions happening on the island and also helps to support communication and collaboration. The multicultural diversity of Hawai‘i Island was also mentioned as a strength. This diversity provides visitors with an experience that they cannot get anywhere else.

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Weaknesses Measuring impacts and tracking data. This weak- Although a signifcant number of existing weaknesses ness is especially true of tracking and recording an were mentioned by community members and stakehold- inventory of natural resources, which can be very ers, many participants had already been thinking about difcult. However, should this weakness be improved how to overcome them. Some of the opportunities listed upon, it would create more opportunities to acquire in the following section provide avenues for addressing various sources of funding. By attaching hard fgures to these weaknesses. illustrate the positive impacts of current projects and programs, funders will be more likely to support these The need to keep tourism dollars circulating on programs, as well as similar programs in the future. Hawai‘i Island. After visitors spend money on the island, it has been difcult to keep those dollars in Siloing. Most community members and stakeholders motion within the local economy. Finding more ways have to work very hard to make a living on Hawai‘i to allow community members to spend their income Island, which can make it difcult for them to think locally is a specifc goal. outside of their day-to-day activities. It can be hard to fnd time to connect with those outside of their inner Getting visitors to understand that Hawai‘i Island circles and certainly those outside of their particular is more than just a tourist destination. For many industry. However, more communication between visitors that view Hawai‘i Island as an island para- industries and with other stakeholders could help to dise, it can be difcult to understand that this is home unearth additional opportunities for a wide range of for many families and individuals. Helping visitors community members. to understand this and to understand that what they do while on vacation can have signifcant negative Transportation for both visitors and community impacts on those living here has been a challenge. members alike. Given the geographic concentration Relatedly, the need to increase resident satisfaction of tourism industry jobs and the high cost of land and with the visitor industry was also presented as a weak- homes in the surrounding areas, many community ness. However, should visitors have a more positive members are forced to commute long distances. impact on the island in the future, this would help to In addition, those without access to cars are often increase resident satisfaction. extremely limited in terms of the distance they can cover due to limited public transportation options. Lack of training programs for workers. More However, as previously mentioned, there are multi- training is needed in several areas, including natu- ple projects underway that hope to address some of ral resource management and cultural resource these weaknesses. management. Such programs would help to promote the wonderful natural and cultural resources in an The lack of afordable workforce housing. Again, authentic way and help to educate visitors about the due to the high cost of land and homes in and around need to and importance of respecting, maintaining, the resort areas where most of the jobs are, afordable and sustaining these resources. This would help to housing within a reasonable distance is difcult to improve both the visitor mindset and resident satis- fnd. Finding creative solutions for workers to have faction. afordable housing options near their place of work could help to address this weakness.

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A lack of funding for public spaces. In particular, it was mentioned that more funding is needed to main- tain parks and trails. The need for better management of public spaces in general was mentioned as a chal- lenge, but the lack of funding also provides a barrier to the stafng and resources needed for that manage- ment activity.

Opportunities Most community members and stakeholders had a very positive mindset and focused on the various opportuni- ties currently available or available in the near term.

COVID-19 as an opportunity to make a change for the better. Given that the pandemic essentially put a halt to the tourism industry on Hawai‘i Island, many see this as an opportunity to change the economy to have a tourism industry that is more sustainable than it has traditionally been.

Share an authentic Hawai‘i with visitors. Survey fndings show that an increased number of visitors are looking for more authentic experiences that are difer- ent from the conventional tourist vacation. To support this type of experience, more training programs for workers are needed so that they can provide accurate and authentic information to visitors. In addition, a resource center was presented as an opportunity to provide visitors and community members alike with historically and culturally accurate information. The use of the Pono Pledge is also an opportunity to support Better align marketing and sales strategies between positive visitor interaction with Hawai‘i Island. businesses and organizations. Better alignment would help to create clearer and more cohesive Creative solutions to address afordable housing. messaging to both visitors and residents. Relatedly, Creative solutions include afordable housing land the current utilization of social media and existing trusts and self-help housing. One looks to address websites leaves signifcant room for improvement. the issue of the high cost of land, while the other one This is also an opportunity to improve marketing and looks to signifcantly decrease the cost of the vertical sales strategies and alignment. construction. Either option would help to increase the possibility of community members living closer Community partnerships to manage resources. to their places of work. This could be an effective and cost-efficient way to manage both natural and cultural resources, as community groups are the most knowledgeable in regards to resources within the community and could

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present a better alternative to outsourced resource Threats management services. An increase in stewardship The COVID-19 pandemic has clearly had a signifcant opportunities for community members would provide impact on the visitor industry, the economy, and the new, local, sustainable businesses with potential local workforce. income generation. This would help to improve the management of natural and cultural resources, and The pandemic initially halted virtually all travel provide local workforce opportunities for commu- and it is possible that visitor numbers for Hawai‘i nity members. In addition, stewardship opportunities Island will never return to their pre-pandemic peak. could also be ofered to visitors looking to make a posi- Resorts and hotels are still dealing with low occupancy tive impact in the communities they visit. This would and the new regulations present new challenges for be a low-cost way to additionally support the natural visitors who want to visit the island. All of this is in and cultural resources on Hawai‘i Island. addition to the immediate COVID-19 health concerns.

Establish an airport and harbors “ambassadors” Difculty for hotels to purchase local goods and program. Members of this program would help to products. Working to break down these barriers make airport signage and educate visitors, prior to or would not only beneft the hotels and the visitors stay- upon arrival, on basic information that will enhance ing there, but it would also provide local producers and their safety, enjoyment and understanding of local distributors with new revenue stream opportunities. and Hawaiian culture and natural resources. Such a program would help to address several threats and Lack of job opportunities and the need for weaknesses that have been identified and could greater diversity in terms of jobs available to potentially help to improve both visitor and resident community members. This has been an ongoing issue sentiment and satisfaction. and drastic changes due to the COVID-19 situation will afect how people can travel. The type of visitor Use currently underutilized facilities that are and the experiences they desire could also change already in existence. Community members and signifcantly. This could necessitate the incorporation stakeholders have already identifed several diferent of new activities and a new way for visitors to expe- facilities that are currently not in use. These facilities rience Hawai‘i Island. This, in turn, would require present potential low-cost opportunities for both new a workforce to help manage and operate these new ventures, as well as the expansion of existing busi- activities, which would provide new job opportunities nesses, organizations, programs and activities. for community members.

Reimagine measures of success. This can be achieved by developing measures that focus on supporting communities and residents rather than attracting visitors. For example, allocating a higher percentage of the Transient Accommodations Tax (TAT) to support community-driven initiatives and improving commu- nity facilities to demonstrate a relationship between tourism success and resident well-being.

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Situational Analysis Summary

Strengths Weaknesses

• Collaborative nature of the Hawai‘i Island • Difcult to keep tourism dollars circulating tourism industry on island • Strong sense of ‘ohana and kuleana • Lack of understanding that Hawai‘i Island is • Hawai‘i Island as a unique destination more than just a tourist destination. – Strong sense of place • Measuring impacts and data tracking, including natural resources • Abundance of natural and cultural resources • Siloing due to lack of communication between • Multicultural diversity stakeholders, industries, etc. • Transportation projects already in the works • Need for more training programs – Hydrogen buses • Transportation is difcult given the size of the – Bikeshare program island and lack of options • Need for increase in resident satisfaction with visitor industry • Funding for parks and better management of public spaces overall • Lack of afordable workforce housing

Opportunities Threats

• COVID-19 and related impacts • COVID-19 and related impacts – Opportunity to positively – Decrease in number of visitors change economy – Low occupancy for hotels and resorts • Share an authentic Hawai‘i with visitors – Health concerns – Training programs for workers • Barriers preventing hotels from purchasing – Resource center local goods and products • Aligning marketing and sales strategies • Lack of job opportunities and the need for – Better utilization of social media and a greater diversity of positions existing websites • Use of the Pono Pledge

13 III. Vision for Tourism on Hawai‘i Island

The vision for Hawai‘i Island’s Destination Management Action Plan (DMAP) is “Ola ka ‘Āina, Ola ke Kānaka” (“Healthy Land, Healthy People”), which uplifts the vision of Hawai‘i Island’s 2020–2025 Tourism Strate- gic Plan (TSP). “Ola ka ‘Āina, Ola ke Kānaka” represents a vision afrmed by data and stakeholder feedback. The vision maintains a connection to our past, grounds us in the present, and envisions a collective future that puts this place and the people of this place frst. It is carried forward from the 2006–2015 Hawai‘i Island Tourism Strategic Plan and 2016 Hawai‘i Island Tourism Roadmap, and lays the foundation of the TSP. Without ola (health), there is no responsible tourism.

The vision is supported by the Connections Framework that supports connection to place, community, past and future, and to your better self. It is also supported by the understanding that if we are grounded in place, we are able to intentionally share our love of place with others, beginning with our family, our community, and including visitors. This vision also sets out the importance of a high quality of life for residents and a focus on social benefts that will support a meaningful, reciprocal experience for residents and visitors.

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IV. Goal

The goal of the Hawai‘i Island DMAP is to rebuild, redefne, and reset the direction of tourism over a three-year period.

V. Objectives

There are six objectives to achieve the goals and vision OBJECTIVE 4 of Hawai‘i Island’s DMAP. Maintain and improve visitor satisfaction of their experience on Hawai‘i Island. OBJECTIVE 1 Create positive contributions to the quality of life for OBJECTIVE 5 Hawai‘i Island’s residents. Strengthen the economic contribution of Hawai‘i Island’s visitor industry. OBJECTIVE 2 Support the maintenance, enhancement, and protec- OBJECTIVE 6 tion of Hawai‘i Island’s natural resources. Increase communication and understanding between the residents and visitor industry. OBJECTIVE 3 Ensure the authentic Hawaiian culture is perpetuated and accurately presented in experiences for residents and visitors, materials and marketing eforts.

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VI. Actions

The following actions were developed by the Steer- ing Committee and the community, and they address what the residents desire for Hawai‘i Island’s visitor industry and their communities. In a few instances, HTA took the essence of the community’s feedback and transformed them into actionable initiatives.

The actions were shaped by overarching themes that were identifed by the Steering Committee and also appeared in the community input:

• ‘Āina-based education and actions centered around community-driven stewardship. • Opportunities for community-led decision making and involvement of ‘āina-based/place-based organizations in tourism. • Two-way communication and engagement between government, the visitor industry and communities. • Importance of pono practices undertaken by both residents and visitors. • Management and protection of natural and cultural resources. • Residents’ quality of life is looked after.

The actions were also cross-referenced against the The long-term measures of success will be measured four interacting pillars of HTA’s Strategic Plan— through HTA’s Strategic Plan’s four overall Key Perfor- Natural Resources, Hawaiian Culture, Community mance Measures: Resident Satisfaction, Visitor Satis- and Brand Marketing—to ensure alignment and for faction, Average Daily Visitor Spending, and Total organizational purposes. Visitor Spending. A “milestone” is a qualitative way of determining progress toward accomplishing a specifc The following tables identify opportunities and needs defned action. The milestones for success are the for each of the anchor actions, including the identifca- completion of each sub-action in the phase indicated. tion of responsible agencies and timing of the action’s commencement and/or delivery over a three-year period. As HTA carries out the DMAP, there will be more organizations and businesses identifed to help move this plan forward.

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HAWAI‘I ISLAND

Action A Protect and preserve culturally signifcant places and hotspots.

ACTION ACTION LEAD (L) PHASING NO. SUPPORT (S) 1 2 3

A.1 Develop and support opportunities to mālama and steward L = County, Dept. the places and culture of Hawai‘i Island for both residents and of Land & Natural visitors, including using Native Hawaiian practices of resource Resources (DLNR) X X X and cultural stewardship. S = HTA, Island of Hawai‘i Visitors Bureau (IHVB)

A.2 Emphasize local area cultural history and expertise to further L = County, DLNR expand Hawaiian cultural values, knowledge, and language X X X with an emphasis on connection to place. S = HTA, IHVB

A.3 Increase opportunities for community-led initiatives that L = County, DLNR steward and manage these resources, including closure of X X X areas and managing trafc. S = HTA, IHVB

A.4 Work with the diferent stakeholders to communicate areas L = County, DLNR that need to be protected with the visitor industry and visitors. X X X S = HTA, IHVB

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Action B Develop resources and educational programs to perpetuate authentic Hawaiian culture and ‘Ōlelo Hawai‘i.

ACTION ACTION LEAD (L) PHASING NO. SUPPORT (S) 1 2 3

B.1 Identify and assess proper providers and learning tools. L = Native Hawaiian Hospi- tality Association X (NaHHA)

S = HTA, County

B.2 Support Hawaiian cultural educational and training programs – L = NaHHA including ‘Ōlelo Hawai‘i (Hawaiian language) for the employees in X X X the visitor industry (e.g. hotels, tour guides). S = HTA, County, IHVB

B.3 Develop a recognition program for businesses who complete the L = NaHHA Native Hawaiian Hospitality Association (NaHHA) programs (e.g. S = HTA X X placards/certifcation).

B.4 Actively promote HTA’s Ma‘ema‘e Toolkit to the visitor industry and L = HTA business communities. S = County, IHVB, X X other associations

B.5 Increase support and opportunities for cultural practitioners and L = NaHHA community members to interact. Educate the visitor industry and X X X individual companies about place-based practices to become more S = HTA, County, place-based. IHVB

B.6 Support a Tour Guide Certifcation Program. L = HTA X X S = County, IHVB

B.7 Continue support of programs and projects that perpetuate the L = HTA Hawaiian culture with the community and visitors, such as HTA’s X X Kūkulu Ola program. S = County, IHVB

B.8 Encourage the integration of ‘Ōlelo Hawai‘i into workforce and adult L = NaHHA training programs. X X X S = HTA, County

18 HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023

Action C Support and promote ‘āina-based education and practices to protect and preserve our natural resources so that residents and visitors will aloha ‘āina.

ACTION ACTION LEAD (L) PHASING NO. SUPPORT (S) 1 2 3

C.1 Identify, support, and partner with existing and new ‘āina-based L = County, DLNR groups that are protecting and stewarding wahi pana (legendary/ X X X celebrated places or landmarks), cultural practices, and people. S = HTA

C.2 Create opportunities for community members to share in an L = County, DLNR ongoing way about the impact of tourism as well as the wahi X X X pana, historically signifcant sites, and sacred sites that need to S = HTA be protected.

C.3 Pilot a certifcation program, in collaboration with community L = County leadership and the university system, for workers tied to natural resources, cultural resources, and stewardship. Identify and review S = University of existing ‘āina-based curricula, and create new curricula when Hawai‘i (UH), HTA X X X necessary, that emphasizes Native Hawaiian knowledge, culture, place, and pono practices-based management. Develop curriculum that is led by eforts from that area and connects frmly to place- based management and stewardship.

C.4 Support interested ‘āina-based groups to serve as interpretive L = County educators, trainers, and/or cultural ambassadors to share cultural X knowledge with the guest and visitor industry, tour operators, and S = IHVB, HTA other business owners.

C.5 Support enhanced interpretation and education on Maunakea, L = UH – ‘Imiloa including partnership with the Hawaiian community and residents. S = County, IHVB, X X X HTA

C.6 Work with the diferent stakeholders to communicate areas that L = County need to be protected in collaboration with the visitor industry X X X and visitors. S = HTA, IHVB, DLNR

19 HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023

Action D Connect with community networks and partner with community-based organizations to collaboratively identify sites, identify limits of acceptable change, and implement stewardship plans to protect and preserve our natural resources.

ACTION ACTION LEAD (L) PHASING NO. SUPPORT (S) 1 2 3

D.1 Build capacity in communities to support increased opportunities L = DLNR, County for community-led stewardship actions and initiatives to manage X X X resources, such as closing areas or limiting access (visitor and S = HTA potentially resident) during certain times of the year.

D.2 Implement regenerative management strategies, like those found in L = County, DLNR the kapu system, Hā‘ena on Kaua‘i, East Maui, and Hanauma Bay on S = HTA O‘ahu. Provide clear opportunities and processes for local commu- X X nities to participate in visitor access and resource and congestion management in their communities.

D.3 Support and advocate for stewardship eforts of coastal waters and L = County, DLNR beaches that incorporate and emphasize a mauka to makai collabo- X X rative approach given broader environmental implications. S = HTA

D.4 Work with communities in each place to identify the limits of L = DLNR acceptable change as associated with public impact on natural and cultural resources and develop a process for ongoing stewardship S = County, HTA X X that is community-led. Explore the creation of pilot projects and employ adaptive management principals to fnd the optimal balance between visitation and associated impact.

D.5 Support opportunities that tie in Native Hawaiian practices of L = HTA, OHA resource and cultural stewardship. X X X S = County

D.6 Explore policies and regulations that aid in the implementation of L = County stewardship plans and enforcement of critical need areas. X X X S = HTA

D.7 Explore implementation of geo-fencing technology to aid manage- L = HTA ment of sites. S = DLNR, County, X X X IHVB

D.8 Find ways to support communities who do not know how to deal L = County with “rogue” users of natural and cultural resources. S = DLNR, HTA, X X X IHVB

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Action E Create opportunities for ongoing dialogue, communications, and engagement between the visitor industry, government and communities to improve community-industry relations and better serve the community.

ACTION ACTION LEAD (L) PHASING NO. SUPPORT (S) 1 2 3

E.1 Develop an education and awareness campaign targeted at resi- L = HTA dents using traditional and social media vehicles. X X S = County, IHVB

E.2 Create opportunities for visitor industry, government, and commu- L = HTA nity stakeholders to connect on a regular basis for ongoing dialogue to 1) create shared understanding of the issues that our communi- S = County, IHVB X X X ties and the visitor industry face; 2) ensure that the visitor industry is supporting a sustainable and healthy Hawai‘i Island; and 3) inform about tourism’s contributions to the community.

E.3 Increase and maintain regular opportunities to collaborate with HTA L = HTA on its outreach eforts in the community to ensure a more robust and coordinated efort. This includes informing the industry and S = County, IHVB community about HTA’s mission and its resources, and sharing the X X X destination’s marketing eforts and activities to orient businesses and communities about HTA, IHVB and the Global Marketing Team’s initiatives.

21 HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023

Action F Implement a comprehensive communications and education plan that facilitates positive community-visitor relations and pono practices, including the Pono Pledge.

ACTION ACTION LEAD (L) PHASING NO. SUPPORT (S) 1 2 3

F.1 Increase messaging eforts to uplift and improve access to the L = IHVB, County Pono Pledge, and shift visitor and resident mindsets as they travel X X around Hawai‘i Island. S = HTA, private sector, community

F.2 Provide visitors with easy access to messaging, including increas- L = IHVB ing information pathways and educational materials, related to protecting culture and sense of place (i.e. in-fight videos on S = HTA, GMT X X in-bound fights in multiple languages; rental cars; radio station public service announcements; podcasts; required place-based visitor orientation, etc.).

F.3 Continue to encourage and work with visitor industry stakeholders L = IHVB, County and businesses to integrate the Pono Pledge into their practices, X X such as business booking reservations, QR codes, phone apps, and S = HTA, private monitors at the baggage claim. sector, community

F.4 Collaborate with all segments of the visitor industry and communi- L = IHVB ty-based organizations for stewardship opportunities for visitors to X X leave Hawai‘i Island a better place. S = HTA, County

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Action G Promote agritourism, and partner with Hawai‘i Island’s agriculture industry to support local food security.

ACTION ACTION LEAD (L) PHASING NO. SUPPORT (S) 1 2 3

G.1 Create, support, and promote agritourism initiatives to connect L = HTA local producers with visitors; provide visitors an active experience with nature and agriculture; and support legal vacation rentals in S = County, IHVB X X X rural areas (e.g. farm stays) to alleviate the need for illegal vacation rentals in rural areas.

G.2 Encourage the visitor industry (e.g. hotels and restaurants) to buy L = HTA local produce, products, and goods. X X X S = County, IHVB

G.3 Support eforts of local producers to sell their goods online by L = County strengthening online infrastructure, transportation of goods, X X marketing, and fulfllment of orders.

Action H Invest in community-based programs that enhance quality of life for communities.

ACTION ACTION LEAD (L) PHASING NO. SUPPORT (S) 1 2 3

H.1 Support community-led and activated eforts and ofer capacity L = HTA building/education opportunities to strengthen Hawai‘i Island’s X X product oferings. S = County

H.2 Uplift approaches to tourism that are refective of Hawai‘i Island L = IHVB and its diferent communities. X X S = HTA, County, GMT

H.3 Revisit measures of success and visitor industry activities so L = HTA that the relationship between increased tourism and resident X well-being would lead to an increase in community improvements S = IHVB and benefts.

23 HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023

Action I Advocate/create more funding sources to improve infrastructure.

ACTION ACTION LEAD (L) PHASING NO. SUPPORT (S) 1 2 3

I.1 Engage in cohesive infrastructure planning to address community L = County and industry needs, such as incorporating plans to widen bike X X X paths in tandem with other necessary road repairs. S = HTA

I.2 Coordinate with government entities, institutional stakeholders, L = County and nearby private landowners. X X X S = HTA

I.3 Advocate for CIP projects for infrastructure related to residents and L = HTA visitors. X X S = IHVB

Action J Improve enforcement of vacation rental regulations.

ACTION ACTION LEAD (L) PHASING NO. SUPPORT (S) 1 2 3

J.1 Confrm the existing baseline of (number of) vacation rentals. L = County Gauge the capacity for current and new rentals. X X S = HTA

J.2 Explore ways to improve enforcement. L = County X X

J.3 Work with the rental platforms (i.e. AirBNB, VRBO) to help with L = County regulation. X X S = HTA

24 HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023

The following hotspots were carried forward from the VII. Tourism County of Hawai‘i’s TSP: • Waipi‘o Valley Hotspots • Ka‘ū – Papakōlea/Green Sands Beach • South Kona – Ho‘okena, Miloli‘i • Kahalu‘u Bay

A “hotspot” is an area/site that attracts visitors due to • Kumukahi its popularity, and may result in overcrowding, conges- • Keaukaha tion, degradation of resources, safety hazards, and a • Maunakea negative experience for both the resident and visitor. While HTA is not an enforcement agency, it can be a • Punalu‘u catalyst to bring together respective state and county The following additional hotspots were identifed by agencies, the community and private sector to develop community members and stakeholders through the solutions to address hotspot sites/areas. HTA DMAP webform in November 2020:

HTA reviewed the community input from the surveys • Ali‘i Drive and community meetings, in addition to receiving • Pololū Valley feedback from the county, IHVB and the Steering • Māhukona Committee. Below are the “hotspot” areas/sites that • Kalae (South Point) HTA will monitor and work with respective agencies as needed to help mitigate the issues. Other areas/sites • Kailua Pier were identifed, but the ones listed below are the ones • Kealakekua Bay State Historical Park that are of utmost concern. • Ho‘okena Beach • La‘aloa Beach (Magic Sands Beach) • ‘Akaka Falls State Park • Keauhou Bay • Banyan Drive • Hawai‘i Volcanoes National Park • Hōnaunau Bay, Captain Cook Monument • Wailuku River State Park • Hāpuna Beach State Recreation Area • Kiholo State Park Reserve

25 HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023

Miles Yoshioka, Executive Susie Osborne Ofcer, Hawai‘i Island Rhonda Pollard Acknowledgement Chamber of Commerce Manu Powers Earl Regidor HTA would like to mahalo all individuals Charles Young, Ho‘okena Representative, ‘Aha Moku Pete Stackwoods who contributed their time and efort in the Advisory Committee Franz Weber DMAP process for Hawai‘i Island. Also, we mahalo all of the community members who Kuha‘o Zane, Designer HTA Staf attended the public meetings and shared and Entrepreneur, Sig Zane Designs their mana‘o. We want to mahalo every John De Fries, President person who participated in the list below. and CEO However, some names may have uninten - Hawai‘i Island Caroline Anderson, Direc- tionally been left of or misspelled and we Tourism Strategic tor, Community Enrichment apologize in advance for any oversight. Plan Action Cohort Members Maka Casson-Fisher, Hawaiian Culture & Natural Anna Akaka Resources—Program Danny Akaka Specialist Ka‘iu Kimura, Executive Steering Committee Karen Anderson Jennifer Chun, Director, Director, ‘Imiloa Astronomy Members Michael Bell Tourism Research Center Domino Cohn Micah Alameda, HTA Board Pattie Herman, Vice Ku‘uipo Kumukahi, HTA Jason Cohn member, Nā Leo o Hawai‘i President, Marketing and Board member, Hyatt Samantha Collins Product Development Craig Anderson, Island of Regency Waikīkī Noland Eskaran Hawai‘i Chapter Chairper- Becky Fernandez Dede Howa, Manager of son, Hawai‘i Lodging and Wendy Laros, President Leina‘ala Fruean Hawaiian Cultural Afairs Tourism Association and CEO, Kona-Kohala Pualilia Hanamaika‘i Chamber of Commerce Kalani Ka‘anā‘anā, Ross Birch, Executive Debbie Hogan Director, Hawaiian Cultural Cheryl Kauhane Lupenui, Director, Island of Hawai‘i Janice Ikeda Afairs & Natural Resources President and CEO, Visitors Bureau ‘Aina Ioane The Kohala Center Michele Shiowaki, Deanna Isbister Ka‘iulani Blankenfeld, Administrative Assistant Director of Hawaiian Linda Nako, President, Uilani Kanda Culture, Fairmont Orchid Hawai‘i Island Visitors Taimane Kaopua Marisa Yamane, Director, Bureau and Sales Manager, Ka‘imi Kaupiko Communications & Margo Mau Bunnell, Hilo Hawaiian Hotel Leila Kealoha Public Relations General Manager, Roberts Hawai‘i Jesse Potter, President, Grayden Ha‘i Kelly Pōhāhā I Ka Lani Cindi Punihaole Kennedy HTA Board Members Ulu Ching, Senior Program Kea Keolanui Manager, Conservation Rachel Solemsaas, Donna Kimura Micah Alameda, Assistant Chancellor, Hawai‘i International General Manager/Head of Community College Brad Kurokawa Marketing, Nā Leo o Hawai‘i Tane Datta, Owner, Tristie Licoan Pomai Weigert, Adaptations, Inc. Ilima Livingston Ku‘uipo Kumukahi, Luna AgBusiness Consultant, Lauren Manuel ‘Ike Hawai‘i a Pilina Kaiāulu, Jessica Ferracane, Public GoFarm Hawai‘i Hyatt Regency Waikīkī Afairs Specialist, Hawai‘i Tamia McKeague Volcanoes National Park Luka Mossman Darryl Olivera

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County of Hawai‘i Keiko Mercado, Long Keoki Noji, Chief Anthology Group Staf Range Planner, Planning Operating Ofcer Department Nathan Kam, Partner/ Doug Adams, Director, Sean Tangco, President, Public Relations Department of Research Riley Saito, Energy Program Specialist and Development Coordinator, Department of Erin Khan, Vice President, Research and Development Pua Yang, Research Public Relations Michelle Agbigay, & Planning Support Economic Development Marcia Timboy, AmeriCorps VISTA Christine Ulandez, Specialist, Department of Community Member Assistant Account Research and Development Executive, Public The Good Juju Co. Relations Bob Agres, Manager Hawai‘i Alliance for Disaster Recovery, For Community- Cynthia Deroiser, Community Engagement Based Economic CEO/Principal and Collaboration Development Lisa Webster, Associate Frecia Cevallos, Tourism Brent Kakesako, Trent Fish, Tech Facilitator Specialist, Department of Executive Director Research & Development

27 HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023

Glossary

Adaptive Management: In natural resources, the Sustainable Tourism: Development that meets the term means learning by doing, and adapting based on needs of present tourist and host regions while protecting what’s learned (Walters and Holling 1990). It is based on and enhancing opportunities for the future. It is envisaged the recognition that resource systems are only partially as leading to management of all resources in such a way understood, and there is value in tracking resource that economic, social and aesthetic needs can be fulflled conditions and using what is learned as the resources while maintaining cultural integrity, essential ecological are being managed. Learning in adaptive management processes, biological diversity, and life support systems. occurs through the practice of management itself, with (World Tourism Organization) adjustments as understanding improves. Source: U.S. Dept of the Interior Average Daily Visitor Spending: Total spending of an individual on a given day during their stay. ‘Āina-Based: Bringing people to that ‘āina and steward- ing the diferent aspects and components of it. Visitor: Out-of-state traveler who stayed in Hawai‘i for a period of time between one night, but less than one year. Average Length of Stay: Number of days visitors are on the island, including the day of arrival and the day Visitor Days: Total number of days visitors are on the of departure. island and/or in the state.

Average Daily Census: Average number of visitors Total Visitor Spending: The U.S. dollar amount spent in present in Hawai‘i on a single day. Hawai‘i attributed to a visitor. This includes direct spend- ing by visitors while in Hawai‘i, as well as any prepaid Limits of Acceptable Change: A proactive visitor package purchased before arrival. The expenditure data management approach to identify how much visitor does not include trans-Pacifc airfare costs to-and-from impact in a natural area is acceptable. The focus is on Hawai‘i, commissions paid to travel agents, or portions of determining how much change is appropriate and accept- the package in another state or country. able for the natural area and how it should be managed. Collaborative planning, identifying indicators and measures, impact monitoring, and developing mitigation strategies for negative impacts are part of the process.

Regenerative Tourism: Regenerative tourism is “creating the conditions for life to continuously renew itself, to transcend into new forms, and to fourish amid ever-changing life conditions” (Hutchins and Storm, 2019)—through tourism. It “recognizes its communities and places are living systems, constantly interacting, evolving, self-organizing, efcient, learning, distinct, and vital to create abundance, balance and conditions to support other life, resilience and contribute to a greater system of well-being.” (Earth Changers, 2020)

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Sources

Department of Business, Economic Development & Tourism’s County Economic Conditions: https://dbedt.hawaii.gov/economic/qser/county/

Hawai‘i Tourism Authority (HTA) Annual Visitor Research Report 2019: https://hawaiitourismauthority.org/media/5062/2019-annual-report-fnal-for- posting.pdf

HTA November Monthly Visitor Statistics: https://hawaiitourismauthority.org/research/monthly-visitor-statistics/

HTA Visitor Satisfaction & Activity Reports: https://hawaiitourismauthority.org/research/visitor-satisfaction-and-activity/

HTA Resident Sentiment Survey Update 2019: https://hawaiitourismauthority.org/media/4268/resident-sentiment-board- presentation-02-27-20.pdf

Hawai‘i Hotel Performance Report: https://hawaiitourismauthority.org/media/6335/hta-december-2020-hawaii- hotels-performance-fnal.pdf

Hawai‘i Vacation Rental Performance Report: https://hawaiitourismauthority.org/media/6340/hta-december-2020-hawaii- vacation-rental-performance-fnal.pdf

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